Read through the business initiatives: Ask : What initiative up on this slide has not impacted you here at this facility? Say : Think about the other initiatives that aren’t even captured on this slide.
CAP began as a CEO-sponsored initiative in 1992. A design committee, led by Crotonville’s team and comprised of both external consultants and internal GE process leaders of change, was chartered to create a process that would accelerate Work-Out TM self-sufficiency efforts, transfer best practices around leading change, and enhance the capabilities of GE leaders to initiate and lead change efforts. The design team identified the following equation as the basis of how CAP can be applied to a change initiative. Q = Quality of your change effort; technical strategy ; the new process A = The acceptance or cultural strategy that we need to adopt to make the change effective. (Buy in) E = The effectiveness of the change initiative. As your organization starts to implement the Q side of the change initiative, this needs to be complemented by a focus on the A side. For example, the CAP framework and tools (‘A”) are used to support Six Sigma methodology (“Q”) to drive quality. During 1992-1995, 80 GE business teams (close to 1000 people) experienced the CAP process; an additional 400 “GE / Partner” teams have been through a CAP orientation workshop. As CAP has progressed, there has been a major effort to internalize the process. Over 500 GE employees have been trained to be CAP coaches. These internal process consultants work with CAP teams, both within their own business and others, and are a critical ingredient to the overall success of the CAP experience.
Say : The answers to these questions are critical. They help paint the picture. If these four questions can be answered clearly and concisely, resistance to change could be minimized. The question that needs to be answered more clearly since resistance is always tied to it is “How will it affect me?” There are two keys to reducing resistance to change. Your ability to clearly and concisely describe how this change will not only benefit (expectations) the population but also what are clearly some real or perceived drawbacks of this change. Be proactive in recognizing that change, in many cases, is viewed negatively and that if you can be fair in addressing all aspects of this change, individuals levels of resistance will be reduced. Allow some level of influence over the change process. If there is perceived control of this process (however minimal) the resistance to change will be lessened. The greater the level of information you can provide at this point, the greater the level of acceptance of this change. Vague, unclear or minimal (accurate) information will typically lead to higher anxiety and greater resistance to change. You can never spend enough time painting the picture. Each productive minute spent painting the picture will reap benefit by reducing resistance and anxiety of those individuals most affected.
September 8, 2009 Change Management Tony Wickham
Time Description Person(s) 6:00 Introductions All 6:10 Group Business Chuck Tomasi 6:20 Change Management Tony Wickham 7:15 Future topics Chuck Tomasi 7:30 Open discussion/Networking All
Q x A = E The Challenge: Do It With Speed Effectiveness Quality (Technical Strategy) Acceptance (Cultural Strategy) Strategic Initiatives Change Acceleration Process The Change Equation
CAP is not only useful for:
Driving culture change
Changing systems & structures
It has proven useful for:
Testing the quality of the technical strategy
Refining the technical strategy
The A The Q
Change Acceleration Process: A Model for Change SYSTEMS AND STRUCTURES CURRENT STATE TRANSITION STATE IMPROVED STATE Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress LEADING CHANGE
Identify Key Business Initiatives Identify Teams & Project Apply CAP approach to project Continue Ongoing Project Work Completed Project PROJECT SCOPING MEETINGS WORKSHOP PREPARATION STRUCTURED Change PROGRAM FOLLOW-UP MEETINGS PROJECT ACTIVITY Change Workshop : One Part Of An Ongoing Process….. Change WORKSHOP 4-6 WEEKS 2-3 DAYS 12 WEEKS + Change Programs Require Strong Commitment & Sponsorship from Top Management Change Timeline
Teams That Work FV-8 LEADERSHIP RELATIONSHIPS METHODS
The Team Must… FV-9 L R M Clarify expectations Build support & sponsorship Keep channels of communication open Negotiate for resources Champion team successes Report progress Work Together Effectively
2 nd Tuesday of Each Month Date Topic October 13 Effective Mentor Relationships November 10 Communications – Paul Vidmar December 8 Non-verbal communications January 12 DISC – Karen Baker February 9 Excel – Lookups and Pivot Tables March 9 Personal productivity (GTD intro) April 13 Email management